Ian Cunningham

Toronto needs substantially more housing to address high housing costs.. Growth should be paired with high-quality design that complements neighbourhood character and aligns with available services and infrastructure capacity.

The city should approach encampments with compassion, recognizing that people living outside are there because other options have failed them. Where appropriate indoor shelter or housing exists, it should be paired with real support and consistent outreach, not just a one-time notice.

Congestion charges and tolls place added costs on residents before viable alternatives exist. The priority should be improving transit and transportation options first.

The city needs to find new ways to address infrastructure needs. Deferring maintenance is not acceptable for a municipality growing as fast as Toronto.

Rebuilding trust in the City's ability to deliver major projects requires transparency and accountability. Residents deserve clear, accessible information on project budgets, timelines, performance, and results.

Toronto is facing a growing crisis of addiction, mental illness, and homelessness. Greater investment in treatment, crisis response, and prevention services can improve public safety while helping people get the support they need.

Policing is one part of a broader public safety strategy. The city should maintain police funding in real terms while also investing in community services that address the root causes of crime and disorder.

Residents deserve both safe streets and strong privacy protections. I support the use of these technologies only under clear rules, robust oversight, limited data retention, and regular public reporting.

The best transit investment is better service. More frequent, reliable buses, streetcars, and subways will improve daily commutes for existing riders and encourage more people to choose transit.

Ward 10 is one of the busiest parts of Toronto. When street space is limited, priority should go to the transportation options that move the most people and best serve those who live, work, and visit here.

Public delivery should be the priority. Expanding affordable and supportive housing is essential to addressing homelessness and housing insecurity. At the same time, the city must reduce delays and barriers that slow the delivery of all housing types.

The best results come from partnership. Toronto should use its land, funding, and policy tools to support non-profit and private providers in delivering more affordable and supportive housing where it is needed most.

Toronto needs more housing across the city, but the greatest increase in density should be along transit routes and major corridors. This helps align growth with infrastructure, mobility, and access to jobs and services.

Streamlining approvals can reduce housing costs, but growth must be supported by schools, parks, transit, and other community services. New housing should fit thoughtfully within the character of surrounding neighbourhoods.

Lack of internal capacity is a major barrier to successful project delivery. Toronto should strengthen project management, contracting, and procurement practices to improve performance and reduce cost overruns.

Lack of internal capacity is a major challenge. Expanding the city's ability to plan, manage, and deliver projects in-house can improve oversight, build institutional knowledge, and achieve better outcomes for residents.

The city must have the resources to deliver core services and maintain infrastructure. Tax revenues should grow with inflation and population, while respecting affordability for residents and businesses.

Toronto needs stable, predictable revenue sources to plan responsibly and maintain services. Broad recurring revenues provide a stronger foundation for long-term budgeting than relying heavily on one-time or cyclical sources.

This is not an either-or choice. Toronto should secure dedicated funding for infrastructure repairs while prioritizing the maintenance of existing assets before taking on significant new expansion projects.

A successful city cannot rely on other governments to solve every challenge. Toronto should focus on sound budgeting, responsible spending, and building the capacity to meet its own needs.

Councillors are elected to advocate for their communities and should retain a meaningful voice in policy decisions. Strong mayor powers are best reserved for administration, staffing and organizational management.

Residents expect the city to deliver on the essentials first. In Ward 10, common concerns are transportation, congestion, infrastructure maintenance, cleanliness and service reliability. Getting the basics right should be the priority.

The best measure of success is whether everyday life has improved. Residents should see cleaner, safer and better-maintained neighbourhoods, more support for people struggling with addiction, and visible progress on the issues they encounter every day.